Enhancing Transportation Performance Management through TSMO Collaboration

 
C
o
n
n
e
c
t
i
n
g
 
T
S
M
O
 
a
n
d
T
r
a
n
s
p
o
r
t
a
t
i
o
n
P
e
r
f
o
r
m
a
n
c
e
M
a
n
a
g
e
m
e
n
t
 
Presenter Name
 
Date
 
T
R
A
N
S
P
O
R
T
A
T
I
O
N
 
P
E
R
F
O
R
M
A
N
C
E
M
A
N
A
G
E
M
E
N
T
 
Source: @Getty Images.
 
Disclaimer
 
The U.S. Government does not endorse products or manufacturers.
Trademarks or manufacturers’ names appear in this presentation only
because they are considered essential to the objective of the presentation.
They are included for informational purposes only and are not intended to
reflect a preference, approval, or endorsement of any one product or entity.
 
2
 
Executive Summary
 
T
r
a
n
s
p
o
r
t
a
t
i
o
n
 
L
a
n
d
s
c
a
p
e
 
I
s
 
C
h
a
n
g
i
n
g
 
Advances in technology, data,
computing power, and analytics
Customer needs and
expectations
Limited funds and tighter budgets
Performance measures, target
setting, and monitoring
requirements
 
4
 
Source: Getty Images.
 
W
h
a
t
 
I
s
 
T
r
a
n
s
p
o
r
t
a
t
i
o
n
 
S
y
s
t
e
m
s
 
M
a
n
a
g
e
m
e
n
t
a
n
d
 
O
p
e
r
a
t
i
o
n
s
 
(
T
S
M
O
)
?
 
Offers an integrated set of strategies to optimize operational
performance of the existing transportation system
Approaches performance from a systems perspective that
spans corridors, facilities, jurisdictions, modes, and agencies
Helps agencies balance supply and demand on the system
and provide flexible solutions to manage dynamic conditions
Can complement capacity projects, or in some cases can
provide lower cost, faster alternatives
 
5
 
I
n
c
r
e
a
s
e
d
 
N
e
e
d
 
T
o
 
C
o
l
l
a
b
o
r
a
t
e
 
TSMO and transportation performance management (TPM) share common
goals that can be better achieved through collaboration.
TSMO and TPM programs seek to:
Enhance system performance with strategic use of resources
Leverage data to plan and operate smarter
Establish measurable objectives for improving performance
Track performance and align investments
Communicate improvements and demonstrate an effective use of taxpayer
resources
 
6
 
H
o
w
 
T
S
M
O
 
S
u
p
p
o
r
t
s
 
T
P
M
 
7
 
T
S
M
O
 
C
a
n
 
H
e
l
p
 
A
g
e
n
c
i
e
s
 
M
o
v
e
 
t
h
e
N
e
e
d
l
e
 
o
n
 
N
a
t
i
o
n
a
l
 
P
e
r
f
o
r
m
a
n
c
e
 
M
e
a
s
u
r
e
s
 
TSMO supports improvements along the National Performance Measures
for System Performance:
Percent
 of person-miles traveled on the interstate that are reliable
Percent of person-miles traveled on the noninterstate National Highway System
that are reliable
Truck Travel Time Reliability (TTTR) Index
Annual hours for peak hour excessive delay per capita
Percent of nonsingle
-
occupancy vehicle travel
Total emissions reduction
TSMO can also positively impact National Performance Measures for Safety
.
 
8
 
H
o
w
 
T
P
M
 
S
u
p
p
o
r
t
s
 
T
S
M
O
 
9
 
O
p
p
o
r
t
u
n
i
t
i
e
s
 
f
o
r
 
T
S
M
O
 
a
n
d
 
T
P
M
C
o
l
l
a
b
o
r
a
t
i
o
n
 
10
 
N
e
x
t
 
S
t
e
p
s
 
11
 
End of Executive Summary
 
G
o
a
l
s
 
o
f
 
T
h
i
s
 
P
r
e
s
e
n
t
a
t
i
o
n
 
Increase awareness of transportation systems management and
operations (TSMO) strategies and goals
Demonstrate alignment between TSMO and transportation performance
management (TPM)
Describe potential benefits of TSMO and TPM collaboration
Identify opportunities for TSMO and TPM to collaborate
Highlight examples of TSMO and TPM connections
Discuss challenges and how to overcome them
Present next steps
 
13
 
P
r
e
s
e
n
t
a
t
i
o
n
 
O
v
e
r
v
i
e
w
 
What is TSMO?
What is TPM?
Why Connect TSMO and TPM?
Opportunities for Collaboration
Examples of Collaboration Between TSMO and TPM
Overcoming Challenges to Collaboration
Next Steps for Connecting TSMO and TPM
 
14
 
What Is TSMO?
 
D
e
f
i
n
i
t
i
o
n
 
o
f
 
T
S
M
O
 
Integrated [set of] strategies to optimize the performance of
existing infrastructure through the implementation of multimodal
and intermodal, cross-jurisdictional systems, services, and
projects designed to preserve capacity and improve security,
safety, and reliability of the transportation system.*
,
**
 
*
Title 23 of the U.S. Code (USC) § 101 (a)(30)(A) Definitions and Declarations of Policy
,
 
2011
**Federal Highway Administration (FHWA) website
:
 
https://ops.fhwa.dot.gov/tsmo/
 
16
 
C
h
a
r
a
c
t
e
r
i
s
t
i
c
s
 
o
f
 
T
S
M
O
 
Offers an integrated set of strategies to optimize operational
performance of the existing transportation system
Approaches performance from a systems perspective that
spans corridors, facilities, jurisdictions, modes, and agencies
Helps agencies balance supply and demand on the system
and provide flexible solutions to manage dynamic conditions
Can complement capacity projects, or in some cases can
provide lower cost, faster alternatives
 
17
 
E
x
a
m
p
l
e
s
 
o
f
 
T
S
M
O
 
S
t
r
a
t
e
g
i
e
s
 
Source: Federal Highway Administration
 
18
 
I
n
c
i
d
e
n
t
/
E
v
e
n
t
 
M
a
n
a
g
e
m
e
n
t
 
S
t
r
a
t
e
g
i
e
s
 
Source: Federal Highway Administration.
 
19
 
T
r
a
f
f
i
c
 
M
a
n
a
g
e
m
e
n
t
 
S
t
r
a
t
e
g
i
e
s
 
Source: Federal Highway Administration.
 
20
 
D
e
m
a
n
d
 
M
a
n
a
g
e
m
e
n
t
 
S
t
r
a
t
e
g
i
e
s
 
Source: Federal Highway Administration.
 
21
 
T
S
M
O
 
I
s
 
a
 
W
a
y
 
o
f
 
T
h
i
n
k
i
n
g
 
T
h
a
t
 
S
u
p
p
o
r
t
s
 
S
t
a
t
e
D
e
p
a
r
t
m
e
n
t
s
 
o
f
 
T
r
a
n
s
p
o
r
t
a
t
i
o
n
 
(
D
O
T
s
)
 
M
i
s
s
i
o
n
s
 
 
“We provide safe, reliable and cost-effective transportation options to improve
communities and economic vitality for people and businesses.”
Washington State DOT (WSDOT) mission
1
“To provide the best multimodal transportation system for Colorado that most
effectively and safely moves people, goods, and information.”
Colorado DOT mission
2
1 
WSDOT, “Strategic Plan,” 
https://www.wsdot.wa.gov/about/secretary/strategic-plan/
2 
Colorado DOT, “Mission, Vision & Values,” 
https://www.codot.gov/about/mission-and-vision.html
 
22
 
T
S
M
O
 
S
u
p
p
o
r
t
s
 
M
a
n
y
S
t
a
t
e
 
a
n
d
 
L
o
c
a
l
 
D
O
T
 
G
o
a
l
s
 
23
 
E
x
a
m
p
l
e
 
T
S
M
O
 
S
t
r
a
t
e
g
i
e
s
 
T
h
a
t
 
S
u
p
p
o
r
t
T
r
a
n
s
p
o
r
t
a
t
i
o
n
 
A
g
e
n
c
y
 
G
o
a
l
s
 
24
 
T
S
M
O
 
S
t
a
t
e
 
o
f
 
t
h
e
 
P
r
a
c
t
i
c
e
 
Application of TSMO has accelerated in agencies across the country over
the past 5–10 years
Recognition of TSMO’s value has grown, leading to a variety of
approaches for advancing TSMO in agencies. For example:
Establishing a TSMO division or office
Formalizing a TSMO program
Integrating TSMO throughout the agency
Establishing a TSMO committee
Identifying TSMO champions or liaisons
Conducting a TSMO capability maturity model (CMM) self-assessment
Developing a TSMO program plan
 
25
 
R
e
s
o
u
r
c
e
s
 
o
n
 
T
S
M
O
 
What Is TSMO? (frequently asked questions)
https://ops.fhwa.dot.gov/tsmo
Organizing and Planning for Operations web page
https://ops.fhwa.dot.gov/plan4ops
Communicating TSMO web page
https://ops.fhwa.dot.gov/plan4ops/focus_areas/communic
ating_tsmo.htm
National Operations Center of Excellence (NOCoE)
website 
https://www.transportationops.org/
Enhancing Transportation: Connecting TSMO and
Performance Management,
https://ops.fhwa.dot.gov/publications/fhwahop18095
 
26
 
What Is TPM?
 
T
P
M
 
O
v
e
r
v
i
e
w
 
Overarching framework for performance management
“…a strategic approach that uses system information to make
investment and policy decisions to achieve national
performance goals”
Regular, ongoing process that is systematically applied
 
Source: FHWA, “What Is TPM?”,
https://www.fhwa.dot.gov/tpm/about/tpm.cfm
 
28
 
W
h
y
 
T
P
M
 
I
s
 
I
m
p
o
r
t
a
n
t
 
Provides key information to help decisionmakers understand
consequences of investment decisions across transportation assets or
modes
Improves communications among decisionmakers, stakeholders, and the
traveling public
Ensures targets and measures are developed in cooperative partnerships
and based on data and objective information
 
Source: FHWA, “What Is TPM?”,
https://www.fhwa.dot.gov/tpm/about/tpm.cfm
 
29
 
T
P
M
N
a
t
i
o
n
a
l
 
P
e
r
f
o
r
m
a
n
c
e
 
G
o
a
l
s
 
Safety
Infrastructure condition
Congestion reduction
System reliability
Freight movement and economic
vitality
Environmental sustainability
Reduced project delivery delays
 
Sources: 
23 USC 150(b) National Goals and Performance Management Measurements
, 2016
https://www.fhwa.dot.gov/tpm/about/regulations.cfm
 
30
 
Why Connect TSMO and TPM?
 
T
h
e
 
T
r
a
n
s
p
o
r
t
a
t
i
o
n
 
L
a
n
d
s
c
a
p
e
 
I
s
 
C
h
a
n
g
i
n
g
 
Advances in technology, data,
computing power, and analytics
Customer needs and
expectations
Limited funds and tighter budgets
Performance measures, target
setting, and monitoring
requirements
 
32
 
Source: Getty Images.
 
A
n
 
I
n
c
r
e
a
s
e
d
 
N
e
e
d
 
T
o
 
C
o
l
l
a
b
o
r
a
t
e
 
TSMO and TPM share common goals that can be better achieved
through collaboration. TSMO and TPM programs seek to:
Enhance system performance with strategic use of resources
Leverage data to plan and operate smarter
Establish measurable objectives for improving performance
Track performance and align investments
Communicate improvements and promote effective use of taxpayer
resources
 
 
 
 
33
 
M
u
t
u
a
l
 
B
e
n
e
f
i
t
s
 
o
f
 
C
o
l
l
a
b
o
r
a
t
i
o
n
 
Coordinating TSMO and TPM efforts enables shared goals to be achieved
more efficiently.
 
E
x
a
m
p
l
e
 
T
S
M
O
 
G
o
a
l
s
:
Reduce congestion and
improve reliability
Leverage all modes to
improve mobility
Get more out of existing
infrastructure
Use data for decisionmaking
 
E
x
a
m
p
l
e
 
T
P
M
 
G
o
a
l
s
:
Meet delay and reliability
performance targets
Reduce total emissions
 
Maximize use of resources
 
Use performance-based data
for decisions
 
34
 
H
o
w
 
T
S
M
O
 
C
a
n
 
S
u
p
p
o
r
t
 
T
P
M
 
35
 
T
S
M
O
 
C
a
n
 
H
e
l
p
 
A
g
e
n
c
i
e
s
 
M
o
v
e
 
t
h
e
 
N
e
e
d
l
e
o
n
 
t
h
e
 
N
a
t
i
o
n
a
l
 
P
e
r
f
o
r
m
a
n
c
e
 
M
e
a
s
u
r
e
s
 
TSMO supports improvements along the national performance
measures for system performance:
Percent
 of person-miles traveled on the interstate that are reliable
Percent of person-miles traveled on the noninterstate NHS that are reliable
Truck Travel Time Reliability (TTTR) Index
Annual hours for peak hour excessive delay 
p
er 
c
apita
Percent of nonsingle 
o
ccupancy vehicle travel
Total emissions reduction
TSMO can also positively impact national performance measures
for safety.
 
36
 
H
o
w
 
T
P
M
 
C
a
n
 
S
u
p
p
o
r
t
 
T
S
M
O
 
37
 
Opportunities for Collaboration
 
O
p
p
o
r
t
u
n
i
t
i
e
s
 
f
o
r
 
C
o
l
l
a
b
o
r
a
t
i
o
n
B
e
t
w
e
e
n
 
T
S
M
O
 
a
n
d
 
T
P
M
 
39
 
S
e
t
t
i
n
g
 
P
e
r
f
o
r
m
a
n
c
e
 
T
a
r
g
e
t
s
 
Agency staff can combine expertise to identify
realistic performance targets.
Targets should be based on historical data, likely
future conditions, and impacts of future TSMO
investments
.
TPM staff can offer data, analysis, and information on
broader trends
.
TSMO staff can provide input on setting targets for
federally required performance measures in areas of
system performance
.
 
 
Source: Getty Images
.
 
40
 
D
e
v
e
l
o
p
i
n
g
 
T
S
M
O
 
P
l
a
n
s
 
TSMO strategic and program plans often contain
goals, objectives, performance measures, and
targets to provide direction for the TSMO effort
.
 
Collaboration with TPM during development of these
plans is important for:
Gathering necessary data
Understanding baseline conditions
Helping ensure TSMO efforts support agency TPM goals
 
41
 
M
a
n
a
g
i
n
g
 
T
S
M
O
 
A
s
s
e
t
s
 
TPM can offer a performance
management framework to support
lifecycle planning for TSMO assets
and maximize their useful life.
TSMO strategies often require
equipment, technology, and
communications systems.
The service life of TSMO assets varies.
Maintenance, replacement, and upgrade
costs need to be planned.
 
Source
: Getty Images
.
 
42
 
S
h
a
r
i
n
g
 
D
a
t
a
 
A
m
o
n
g
 
T
S
M
O
 
a
n
d
 
T
P
M
 
P
r
o
g
r
a
m
s
 
TPM staff work with a variety of datasets that may be
helpful for TSMO programs.
TSMO and TPM programs may exchange staff
expertise in National Performance Management
Research Data Set (NPMRDS) and vehicle probe
data for speed and travel time performance
measures.
TSMO programs generate a large amount of system
performance data helpful for TPM, such as incident,
weather, crowdsourced travel time/incident reporting,
work zone, special event, video, computer-aided
dispatch (CAD), volume, and speed data.
 
Source: Getty Images
.
 
43
 
C
r
e
a
t
i
n
g
 
P
r
o
j
e
c
t
 
P
r
i
o
r
i
t
i
z
a
t
i
o
n
 
M
e
t
h
o
d
s
 
Agencies are beginning to develop performance-based methods for
TSMO project prioritization.
The methods are typically based on system performance measures, cost-
benefit analyses, and anticipated outcomes
Data-driven investment decisionmaking is an essential part of the TPM
framework.
TPM staff can advise on available data, performance measures, and
creating a quantitative prioritization system.
 
Source: Federal Highway Administration.
 
44
 
M
a
k
i
n
g
 
t
h
e
 
B
u
s
i
n
e
s
s
 
C
a
s
e
 
f
o
r
 
T
S
M
O
 
Collaborate to tell the
agency’s story about the
value of TSMO
Use performance
measures and data to
communicate the return on
investment and business
case for investing in TSMO
 
Source: Getty Images
.
 
45
 
Examples of Collaboration
Between TSMO and TPM
 
W
S
D
O
T
:
 
C
o
n
n
e
c
t
i
n
g
 
T
P
M
 
a
n
d
 
T
S
M
O
 
(
1
/
2
)
 
WSDOT’s performance management program unit aims to create
comprehensive and streamlined performance management
efforts that inform decisionmaking at all levels of the DOT.
 
47
 
W
S
D
O
T
:
 
C
o
n
n
e
c
t
i
n
g
 
T
P
M
 
a
n
d
 
T
S
M
O
 
(
2
/
2
)
 
TPM for operational strategies has been part of TSMO for nearly two decades
.
TSMO has already benefited from connecting TSMO and TPM at WSDOT at
many different levels:
For example, after reporting regularly on incident response (IR) program
performance results, the legislature significantly increased IR funding.
Assistant Director of Performance Management serves on WSDOT’s new
cross-disciplinary TSMO Steering Committee that developed its TSMO program
plan.
WSDOT is working to include more TPM action items within its new TSMO plan:
Develop a specific TSMO performance management plan
.
Develop and deploy TSMO performance management system
.
 
48
 
N
o
r
t
h
 
C
a
r
o
l
i
n
a
 
D
O
T
:
 
L
i
n
k
i
n
g
 
T
S
M
O
 
a
n
d
 
T
P
M
 
(
1
/
2
)
 
The TSMO unit works with the North Carolina DOT (NCDOT)
central performance office to:
Decide what performance measures the TSMO unit should report
Set up the data feeds necessary for the TSMO unit to calculate the
measures
The TSMO unit measures a few key indicators for internal
reports and public-facing dashboards:
Incident clearance time
Peak period speeds in urban areas
Related measures required by Moving Ahead for Progress in the 21st
Century Act (MAP-21) (Public Law 112-141, 2012).
 
49
 
N
C
D
O
T
:
 
L
i
n
k
i
n
g
 
T
S
M
O
 
a
n
d
 
T
P
M
 
(
2
/
2
)
 
Agency-wide performance management processes originated
from a 2007–2009 NCDOT effort to transform agency
processes
At NCDOT, TPM and TSMO have common goals of improving
safety and decreasing delay.
The TSMO unit is looking to better tie outcome measures to
TSMO resource allocation.
Challenges include isolating the contribution of TSMO and
outcome-based measures
 
50
 
N
C
D
O
T
 
O
r
g
a
n
i
z
a
t
i
o
n
a
l
 
P
e
r
f
o
r
m
a
n
c
e
D
a
s
h
b
o
a
r
d
 
Source: North Carolina Department of Transportation.
 
51
 
P
e
n
n
s
y
l
v
a
n
i
a
 
D
O
T
s
 
T
S
M
O
 
P
r
o
g
r
a
m
:
 
F
r
o
m
C
o
n
g
e
s
t
i
o
n
 
t
o
 
R
e
l
i
e
f
 
Identify:
PennDOT-specific performance
measures
Federal PM3 measures
Classify:
Six major causes of congestion
Process of elimination
Mitigate:
Toolbox in TSMO Guidebook
Quantifying benefits of various
strategies
 
Source:
Pennsylvania
Department of
Transportation.
 
52
 
P
e
n
n
s
y
l
v
a
n
i
a
 
D
O
T
:
 
C
l
a
s
s
i
f
y
i
n
g
 
C
o
n
g
e
s
t
i
o
n
 
Tailored congestion pie
charts:
Statewide
District-specific
Segment of roadway
Statewide: 10% of
congestion is recurring;
86% is nonrecurring
Rural: 99.5% nonrecurring
Pennsylvania Limited Access Network Causes of Congestion, 2019
 
Source: Pennsylvania
Department of
Transportation
.
 
53
 
M
i
c
h
i
g
a
n
 
D
O
T
 
P
e
r
f
o
r
m
a
n
c
e
-
B
a
s
e
d
O
p
e
r
a
t
i
o
n
s
 
P
r
o
j
e
c
t
 
S
e
l
e
c
t
i
o
n
 
(
1
/
2
)
 
Performance-based process to evaluate operational improvements for funding
Scores for the competitive statewide process based on a 100-point total
Supports the achievement of reliability and safety targets
 
 
54
 
M
i
c
h
i
g
a
n
 
D
O
T
 
P
e
r
f
o
r
m
a
n
c
e
-
B
a
s
e
d
 
O
p
e
r
a
t
i
o
n
s
P
r
o
j
e
c
t
 
S
e
l
e
c
t
i
o
n
 
(
2
/
2
)
 
Funding sources include Federal Surface Transportation Program, National
Highway Performance Program, Highway Safety Improvement Program,
Congestion Mitigation and Air Quality Program, and State funds
.
E
x
a
m
p
l
e
s
 
o
f
 
E
l
i
g
i
b
l
e
 
P
r
o
j
e
c
t
 
T
y
p
e
s
 
55
 
N
e
v
a
d
a
 
D
O
T
 
T
S
M
O
 
I
n
v
e
s
t
m
e
n
t
P
r
i
o
r
i
t
i
z
a
t
i
o
n
 
T
o
o
l
 
Performance-based tool to prioritize
TSMO projects according to TSMO
strategic goals and objectives
Aligned with statewide transportation
priorities
Traffic Operations division uses tool with
districts to update and prioritize projects
in the 
Statewide ITS Strategic
Deployment Plan
TSMO and performance management
staff coordinate and share data at regular
meetings.
 
 
Source: Nevada Department of Transportation.
 
56
 
N
e
v
a
d
a
 
D
O
T
 
T
S
M
O
 
I
n
v
e
s
t
m
e
n
t
P
r
i
o
r
i
t
i
z
a
t
i
o
n
 
T
o
o
l
P
r
i
o
r
i
t
i
z
a
t
i
o
n
 
C
r
i
t
e
r
i
a
 
Alignment with TSMO strategic goals and objectives:
Enhance safety—reduce crashes, injuries, and fatalities
Optimize mobility—maintain system efficiency across all modes
Enhance reliability—improve economic competitiveness and enhance qualify
of life through consistent travel times
Preserve infrastructure—maintain TSMO assets to preserve investments
Cost
Implementation timeframe
Level of risk and degrees of impactReturn on investment—benefit/cost ratio,
strategic value, communication infrastructure needs
 
57
 
O
h
i
o
 
D
O
T
 
T
S
M
O
 
P
r
o
j
e
c
t
 
P
r
i
o
r
i
t
i
z
a
t
i
o
n
 
a
n
d
S
e
l
e
c
t
i
o
n
 
Traffic Operations Assessment
Systems Tool (TOAST): interactive
spreadsheet to identify operations
needs and support project
prioritization
Districts can apply for TSMO funding
to address issues based on TOAST
through a $5 million/year dedicated
budget for TSMO projects
 
Additional information: 
https://www.transportation.ohio.gov/wps/portal/gov/odot/working/data-
tools/resources/toast
 
Source: Getty Images
.
 
58
 
O
h
i
o
 
D
O
T
 
T
S
M
O
 
P
r
o
j
e
c
t
 
P
r
i
o
r
i
t
i
z
a
t
i
o
n
 
a
n
d
S
e
l
e
c
t
i
o
n
 
C
r
i
t
e
r
i
a
 
Travel-time performance
Bottlenecks
Safety (impact of crashes in
corridor)
Incident clearance
Secondary crashes
Volume per lane
 
59
 
Freight corridors
Safety performance (potential for
safety improvement based by density)
Weather resilience
Work zone crashes
Signal timing
 
TOAST identifies road segments that could benefit from TSMO
strategies based on:
 
M
i
s
s
o
u
r
i
 
D
O
T
 
T
r
a
c
k
e
r
 
Tracks department-wide performance in safety, service, and stability
Results are typically updated quarterly on the DOT’s website
(
https://www.modot.org/tracker-measures-departmental-performance
)
TSMO objective “Operating a Reliable Transportation System” is within the
service area and tracked with:
Travel times and reliability on major routes
Cost and impact of traffic congestion
Average time to clear traffic incident
Unplanned incident impacts on major interstate routes
Work zone delays to the traveling public
Winter storm operations
Example outcome of tracker is greater investment in work zone mobility
 
60
 
A
r
i
z
o
n
a
 
D
O
T
 
T
S
M
O
 
D
i
v
i
s
i
o
n
 
S
c
o
r
e
c
a
r
d
 
(
1
/
4
)
 
G = green; Y = yellow
 
Source: Adapted from the Arizona Department of Transportation.
 
61
 
A
r
i
z
o
n
a
 
D
O
T
 
T
S
M
O
 
D
i
v
i
s
i
o
n
 
S
c
o
r
e
c
a
r
d
 
(
2
/
4
)
 
R = red
 
Source: Adapted from the Arizona Department of Transportation.
 
62
 
A
r
i
z
o
n
a
 
D
O
T
 
T
S
M
O
 
D
i
v
i
s
i
o
n
 
S
c
o
r
e
c
a
r
d
 
(
3
/
4
)
 
G = green; Y = yellow; CCTV = closed-circuit television
 
Source: Adapted from the Arizona Department of Transportation.
 
63
 
A
r
i
z
o
n
a
 
D
O
T
 
T
S
M
O
 
D
i
v
i
s
i
o
n
 
S
c
o
r
e
c
a
r
d
 
(
4
/
4
)
 
Y = yellow; R = red
 
Source: Adapted from the Arizona Department of Transportation
 
64
 
M
a
r
y
l
a
n
d
 
D
O
T
 
S
t
a
t
e
 
H
i
g
h
w
a
y
 
A
d
m
i
n
i
s
t
r
a
t
i
o
n
 
(
S
H
A
)
C
o
o
r
d
i
n
a
t
e
d
 
H
i
g
h
w
a
y
s
 
A
c
t
i
o
n
 
R
e
s
p
o
n
s
e
 
T
e
a
m
 
(
C
H
A
R
T
)
 
 
Maryland DOT SHA analyzes and tracks measurable
benefits of CHART each year to justify the program.
Direct benefits to road users and the community are
quantified:
Assistance to drivers
Reduction in secondary incidents, driver delay time, vehicle
operating hours, fuel consumption, and emissions
CHART’s incident management program produced
an estimated $1.39 billion in direct user savings in
2019.
 
Source: Maryland Department of Transportation
State Highway Administration.
 
65
 
O
h
i
o
 
D
O
T
 
T
S
M
O
 
P
r
o
j
e
c
t
 
E
v
a
l
u
a
t
i
o
n
 
Collects performance data on TSMO projects to identify impacts on
system performance and justify TSMO investments
Developed three case studies highlighting measurable benefits of TSMO
solutions
Example: implemented road weather management strategies to improve
safety on a 12-mile stretch of Interstate 90 near Lake Erie
Results:
Before: 138 crashes during 2014–2016 snow events
After: 83 crashes during 2017–2019 snow events
Result: 40-percent reduction in crashes while snowing
 
Source: Ohio DOT,
 
TSMO
Case Study
:
 Project
:
 I
90 Lake County
. Available at: 
https://www.transportation.ohio.gov/programs/tsmo/case-studies/tsmo-case-study-i-90
 
66
 
W
i
s
c
o
n
s
i
n
 
D
O
T
 
(
W
i
s
D
O
T
)
 
S
t
a
t
e
 
F
r
e
i
g
h
t
 
P
l
a
n
 
Used NPMRDS freight data to calculate freight
performance measures:
Travel time reliability, average speed, bottleneck
duration, bottleneck frequency
 
NPMRDS used to track truck travel time
reliability on interstates and monitor
noninterstate reliability performance to
inform funding allocation
 
Source: Wisconsin Department of Transportation.
 
67
 
Overcoming Challenges
to Collaboration
 
P
o
t
e
n
t
i
a
l
 
C
h
a
l
l
e
n
g
e
s
a
n
d
 
S
o
l
u
t
i
o
n
s
 
(
1
/
4
)
 
C
h
a
l
l
e
n
g
e
 
Collaboration takes time
and effort.
 
S
o
l
u
t
i
o
n
 
Keep in mind that:
While it may add work in the short term, it
can reduce effort in the long term.
TSMO can help reach TPM goals and
create a greater impact than working
alone.
TSMO can help TPM maximize use of
agency resources.
TPM can provide data to support TSMO
efforts and vice versa.
 
69
 
P
o
t
e
n
t
i
a
l
 
C
h
a
l
l
e
n
g
e
s
a
n
d
 
S
o
l
u
t
i
o
n
s
 
(
2
/
4
)
 
C
h
a
l
l
e
n
g
e
 
Limited awareness
and understanding of
the importance of
TSMO among TPM
staff and vice versa
 
S
o
l
u
t
i
o
n
s
 
Many agencies are already working to
increase TSMO awareness. Your TSMO
program/champion may be able to help
e
stablish lunch-and-learns, or working
groups
Build on the overlap between TPM and
TSMO
Federal TSMO resources are also available
to help assess and advance their TSMO
activities: 
https://ops.fhwa.dot.gov/plan4ops
 
70
 
P
o
t
e
n
t
i
a
l
 
C
h
a
l
l
e
n
g
e
s
a
n
d
 
S
o
l
u
t
i
o
n
s
 
(
3
/
4
)
 
C
h
a
l
l
e
n
g
e
 
Congestion is low
priority for some
(primarily rural) States;
focus is on other
transportation goals
 
S
o
l
u
t
i
o
n
s
 
TSMO supports achieving targets
for several Federal performance
measures, including safety, truck
travel-time reliability, and
emissions.
Incident, weather, and
event-driven congestion are
issues in rural States that can
be addressed through TSMO.
 
71
 
P
o
t
e
n
t
i
a
l
 
C
h
a
l
l
e
n
g
e
s
a
n
d
 
S
o
l
u
t
i
o
n
s
 
(
4
/
4
)
 
C
h
a
l
l
e
n
g
e
 
Uncertainty regarding
data quality or reliability
may make it difficult to
trust data shared
between TSMO and
TPM programs.
 
S
o
l
u
t
i
o
n
 
Technologies underlying
TSMO strategies generate
data or video that can be
used to verify other data
sources.
 
72
 
Next Steps for Connecting
TSMO and TPM
 
P
o
t
e
n
t
i
a
l
 
S
h
o
r
t
-
T
e
r
m
 
A
c
t
i
o
n
s
 
Start a conversation:
https://ops.fhwa.dot.gov/plan4ops/focus_areas/communicating_tsmo.htm
Establish a forum for continuing education and collaboration between TSMO
and TPM staff:
Lunch-and-learns, working groups, email distribution group for key updates from both
sides
Identify a TSMO liaison among TPM staff and a TPM liaison within the TSMO
program
Create a common inventory of TSMO and TPM data sources and measures
Identify ways to communicate TSMO outcomes
 
74
 
P
o
t
e
n
t
i
a
l
 
L
o
n
g
-
T
e
r
m
 
A
c
t
i
o
n
s
 
Create or update operations-related performance measures and
targets
Identify common data needs and solutions
Share existing data across programs
Develop a performance-based TSMO project prioritization process
Identify TSMO strategies that can help reach targets for federally
required performance measures and other agency measures
Create before-and-after stories based on performance data to make
the business case for TSMO
 
75
 
R
e
s
o
u
r
c
e
s
 
Enhancing Transportation: Connecting TSMO and Performance
Management 
fact sheet
https:
//transops
.s3.amazonaws.com/uploaded_files/fhwahop18095.pdf
FHWA website on Organizing and Planning for Operations
https://ops.fhwa.dot.gov/plan4ops
Communicating TSMO website
https://ops.fhwa.dot.gov/plan4ops/focus_areas/communicating_tsmo.htm
FHWA Transportation Performance Management website
https://www.fhwa.dot.gov/tpm
 
76
 
Thank you!
 
For more information please contact:
[
I
N
S
E
R
T
 
C
O
N
T
A
C
T
 
I
N
F
O
R
M
A
T
I
O
N
]
 
77
Slide Note
Embed
Share

Advancements in technology and evolving customer needs are driving changes in transportation management. Transportation Systems Management and Operations (TSMO) offers strategies to optimize operational performance, complementing traditional capacity projects. Collaboration between TSMO and Transportation Performance Management (TPM) is crucial to enhancing system performance through efficient resource utilization, data-driven planning, goal setting, performance tracking, and effective communication.


Uploaded on Mar 23, 2024 | 1 Views


Download Presentation

Please find below an Image/Link to download the presentation.

The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. Download presentation by click this link. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.

E N D

Presentation Transcript


  1. TRANSPORTATION PERFORMANCE MANAGEMENT Connecting TSMO and Transportation Performance Management Presenter Name Date Source: @Getty Images. Source: @Getty Images

  2. Disclaimer The U.S. Government does not endorse products or manufacturers. Trademarks or manufacturers names appear in this presentation only because they are considered essential to the objective of the presentation. They are included for informational purposes only and are not intended to reflect a preference, approval, or endorsement of any one product or entity. 2

  3. Executive Summary

  4. Transportation Landscape Is Changing Advances in technology, data, computing power, and analytics Customer needs and expectations Limited funds and tighter budgets Performance measures, target setting, and monitoring requirements Source: Getty Images. 4

  5. What Is Transportation Systems Management and Operations (TSMO)? Offers an integrated set of strategies to optimize operational performance of the existing transportation system Approaches performance from a systems perspective that spans corridors, facilities, jurisdictions, modes, and agencies Helps agencies balance supply and demand on the system and provide flexible solutions to manage dynamic conditions Can complement capacity projects, or in some cases can provide lower cost, faster alternatives 5

  6. Increased Need To Collaborate TSMO and transportation performance management (TPM) share common goals that can be better achieved through collaboration. TSMO and TPM programs seek to: Enhance system performance with strategic use of resources Leverage data to plan and operate smarter Establish measurable objectives for improving performance Track performance and align investments Communicate improvements and demonstrate an effective use of taxpayer resources 6

  7. How TSMO Supports TPM TSMO strategies can provide cost-effective solutions to quickly improve performance and support national performance measures such as reliability and safety. TSMO technologies provide a rich source of data for understanding, assessing, and monitoring performance of the transportation system in realtime. TSMO provides levers (e.g., signal timing, hard-shoulder running) that enable agencies to actively manage the system in real time to improve performance. TSMO reinforces the same objectives-driven, performance-based approach to improve and predict transportation system performance TPM uses. 7

  8. TSMO Can Help Agencies Move the Needle on National Performance Measures TSMO supports improvements along the National Performance Measures for System Performance: Percent of person-miles traveled on the interstate that are reliable Percent of person-miles traveled on the noninterstate National Highway System that are reliable Truck Travel Time Reliability (TTTR) Index Annual hours for peak hour excessive delay per capita Percent of nonsingle-occupancy vehicle travel Total emissions reduction TSMO can also positively impact National Performance Measures for Safety. 8

  9. How TPM Supports TSMO TPM offers an overarching framework to manage operational performance of the transportation system. Data and analytics used in TPM can help agencies evaluate and select TSMO strategies to meet internal and external objectives. Measuring and reporting on quantitative impacts of TSMO strategies can provide the business case for additional funding for TSMO. TPM helps identify issues in operational performance. 9

  10. Opportunities for TSMO and TPM Collaboration Setting performance targets for operations-related performance measures Developing TSMO program plans or strategic plans Others? Making the business case for TSMO Managing TSMO assets Creating project prioritization methods Sharing data 10

  11. Next Steps Bring TSMO and TPM leaders together within your agency to identify areas of common interest and mutual objectives Determine if/how TSMO strategies are supporting agency TPM goals Discuss where TSMO can make an even greater impact on TPM goals Identify TSMO and TPM data sources and opportunities to share data 11

  12. End of Executive Summary

  13. Goals of This Presentation Increase awareness of transportation systems management and operations (TSMO) strategies and goals Demonstrate alignment between TSMO and transportation performance management (TPM) Describe potential benefits of TSMO and TPM collaboration Identify opportunities for TSMO and TPM to collaborate Highlight examples of TSMO and TPM connections Discuss challenges and how to overcome them Present next steps 13

  14. Presentation Overview What is TSMO? What is TPM? Why Connect TSMO and TPM? Opportunities for Collaboration Examples of Collaboration Between TSMO and TPM Overcoming Challenges to Collaboration Next Steps for Connecting TSMO and TPM 14

  15. What Is TSMO?

  16. Definition of TSMO Integrated [set of] strategies to optimize the performance of existing infrastructure through the implementation of multimodal and intermodal, cross-jurisdictional systems, services, and projects designed to preserve capacity and improve security, safety, and reliability of the transportation system.*,** *Title 23 of the U.S. Code (USC) 101 (a)(30)(A) Definitions and Declarations of Policy,2011 **Federal Highway Administration (FHWA) website: https://ops.fhwa.dot.gov/tsmo/ 16

  17. Characteristics of TSMO Offers an integrated set of strategies to optimize operational performance of the existing transportation system Approaches performance from a systems perspective that spans corridors, facilities, jurisdictions, modes, and agencies Helps agencies balance supply and demand on the system and provide flexible solutions to manage dynamic conditions Can complement capacity projects, or in some cases can provide lower cost, faster alternatives 17

  18. Examples of TSMO Strategies Source: Federal Highway Administration 18

  19. Incident/Event Management Strategies Source: Federal Highway Administration. 19

  20. Traffic Management Strategies Source: Federal Highway Administration. 20

  21. Demand Management Strategies Source: Federal Highway Administration. 21

  22. TSMO Is a Way of Thinking That Supports State Departments of Transportation (DOTs) Missions We provide safe, reliable and cost-effective transportation options to improve communities and economic vitality for people and businesses. Washington State DOT (WSDOT) mission1 To provide the best multimodal transportation system for Colorado that most effectively and safely moves people, goods, and information. Colorado DOT mission2 1 WSDOT, Strategic Plan, https://www.wsdot.wa.gov/about/secretary/strategic-plan/ 2 Colorado DOT, Mission, Vision & Values, https://www.codot.gov/about/mission-and-vision.html 22

  23. TSMO Supports Many State and Local DOT Goals Reduced congestion Smoother and more reliable traffic flow Improved safety Cleaner air and less wasted fuel More efficient use of resources and existing facilities Increased economic vitality Improved quality of life 23

  24. Example TSMO Strategies That Support Transportation Agency Goals TSMO Strategies Goals Traffic signal coordination, congestion pricing, demand management Manage nonrecurring events (incidents, weather), managed lanes, traveler information Utilize the full system coordinate all modes, transit signal priority Reduced congestion Smoother and more reliable traffic flow More efficient use of resources and existing facilities 24

  25. TSMO State of the Practice Application of TSMO has accelerated in agencies across the country over the past 5 10 years Recognition of TSMO s value has grown, leading to a variety of approaches for advancing TSMO in agencies. For example: Establishing a TSMO division or office Formalizing a TSMO program Integrating TSMO throughout the agency Establishing a TSMO committee Identifying TSMO champions or liaisons Conducting a TSMO capability maturity model (CMM) self-assessment Developing a TSMO program plan 25

  26. Resources on TSMO What Is TSMO? (frequently asked questions) https://ops.fhwa.dot.gov/tsmo Organizing and Planning for Operations web page https://ops.fhwa.dot.gov/plan4ops Communicating TSMO web page https://ops.fhwa.dot.gov/plan4ops/focus_areas/communic ating_tsmo.htm National Operations Center of Excellence (NOCoE) website https://www.transportationops.org/ Enhancing Transportation: Connecting TSMO and Performance Management, https://ops.fhwa.dot.gov/publications/fhwahop18095 26

  27. What Is TPM?

  28. TPM Overview Overarching framework for performance management a strategic approach that uses system information to make investment and policy decisions to achieve national performance goals Regular, ongoing process that is systematically applied Source: FHWA, What Is TPM? , https://www.fhwa.dot.gov/tpm/about/tpm.cfm 28

  29. Why TPM Is Important Provides key information to help decisionmakers understand consequences of investment decisions across transportation assets or modes Improves communications among decisionmakers, stakeholders, and the traveling public Ensures targets and measures are developed in cooperative partnerships and based on data and objective information Source: FHWA, What Is TPM? , https://www.fhwa.dot.gov/tpm/about/tpm.cfm 29

  30. TPMNational Performance Goals Safety Infrastructure condition Congestion reduction System reliability Freight movement and economic vitality Environmental sustainability Reduced project delivery delays Sources: 23 USC 150(b) National Goals and Performance Management Measurements, 2016 https://www.fhwa.dot.gov/tpm/about/regulations.cfm 30

  31. Why Connect TSMO and TPM?

  32. The Transportation Landscape Is Changing Advances in technology, data, computing power, and analytics Customer needs and expectations Limited funds and tighter budgets Performance measures, target setting, and monitoring requirements Source: Getty Images. 32

  33. An Increased Need To Collaborate TSMO and TPM share common goals that can be better achieved through collaboration. TSMO and TPM programs seek to: Enhance system performance with strategic use of resources Leverage data to plan and operate smarter Establish measurable objectives for improving performance Track performance and align investments Communicate improvements and promote effective use of taxpayer resources 33

  34. Mutual Benefits of Collaboration Coordinating TSMO and TPM efforts enables shared goals to be achieved more efficiently. Example TSMO Goals: Reduce congestion and improve reliability Leverage all modes to improve mobility Get more out of existing infrastructure Use data for decisionmaking Example TPM Goals: Meet delay and reliability performance targets Reduce total emissions Maximize use of resources Use performance-based data for decisions 34

  35. How TSMO Can Support TPM TSMO strategies can provide cost-effective solutions to quickly improve performance and support national performance measures such as reliability and safety. TSMO technologies provide a rich source of data for understanding, assessing, and monitoring performance of the transportation system in realtime. TSMO provides levers (e.g., signal timing, hard-shoulder running) that enable agencies to actively manage the system in realtime to improve performance. TSMO reinforces the same objectives-driven, performance-based approach to improving and predicting transportation system performance used by TPM. 35

  36. TSMO Can Help Agencies Move the Needle on the National Performance Measures TSMO supports improvements along the national performance measures for system performance: Percent of person-miles traveled on the interstate that are reliable Percent of person-miles traveled on the noninterstate NHS that are reliable Truck Travel Time Reliability (TTTR) Index Annual hours for peak hour excessive delay per capita Percent of nonsingle occupancy vehicle travel Total emissions reduction TSMO can also positively impact national performance measures for safety. 36

  37. How TPM Can Support TSMO TPM offers an overarching framework to manage operational performance of the transportation system. Data and analytics used in TPM can help evaluate and select TSMO strategies to meet internal and external objectives. Measuring and reporting on quantitative impacts of TSMO strategies can provide the business case for additional funding for TSMO. TPM can identify issues in operational performance. 37

  38. Opportunities for Collaboration

  39. Opportunities for Collaboration Between TSMO and TPM Setting performance targets for operations-related performance measures Developing TSMO program plans or strategic plans Others? Making the business case for TSMO Managing TSMO assets Creating project prioritization methods Sharing data 39

  40. Setting Performance Targets Agency staff can combine expertise to identify realistic performance targets. Targets should be based on historical data, likely future conditions, and impacts of future TSMO investments. TPM staff can offer data, analysis, and information on broader trends. TSMO staff can provide input on setting targets for federally required performance measures in areas of system performance. Source: Getty Images. 40

  41. Developing TSMO Plans TSMO strategic and program plans often contain goals, objectives, performance measures, and targets to provide direction for the TSMO effort. Collaboration with TPM during development of these plans is important for: Gathering necessary data Understanding baseline conditions Helping ensure TSMO efforts support agency TPM goals 41

  42. Managing TSMO Assets TPM can offer a performance management framework to support lifecycle planning for TSMO assets and maximize their useful life. TSMO strategies often require equipment, technology, and communications systems. The service life of TSMO assets varies. Maintenance, replacement, and upgrade costs need to be planned. Source: Getty Images. 42

  43. Sharing Data Among TSMO and TPM Programs TPM staff work with a variety of datasets that may be helpful for TSMO programs. TSMO and TPM programs may exchange staff expertise in National Performance Management Research Data Set (NPMRDS) and vehicle probe data for speed and travel time performance measures. TSMO programs generate a large amount of system performance data helpful for TPM, such as incident, weather, crowdsourced travel time/incident reporting, work zone, special event, video, computer-aided dispatch (CAD), volume, and speed data. Source: Getty Images. 43

  44. Creating Project Prioritization Methods Agencies are beginning to develop performance-based methods for TSMO project prioritization. The methods are typically based on system performance measures, cost- benefit analyses, and anticipated outcomes Data-driven investment decisionmaking is an essential part of the TPM framework. TPM staff can advise on available data, performance measures, and creating a quantitative prioritization system. Source: Federal Highway Administration. 44

  45. Making the Business Case for TSMO Collaborate to tell the agency s story about the value of TSMO Use performance measures and data to communicate the return on investment and business case for investing in TSMO Source: Getty Images. 45

  46. Examples of Collaboration Between TSMO and TPM

  47. WSDOT: Connecting TPM and TSMO (1/2) Performance management and TSMO are intrinsically linked. All DOT functions that use data-based decisionmaking to maximize investments are linked to TPM. Daniela Bremmer, Cooperative Automated Transportation Development WSDOT WSDOT s performance management program unit aims to create comprehensive and streamlined performance management efforts that inform decisionmaking at all levels of the DOT. 47

  48. WSDOT: Connecting TPM and TSMO (2/2) TPM for operational strategies has been part of TSMO for nearly two decades. TSMO has already benefited from connecting TSMO and TPM at WSDOT at many different levels: For example, after reporting regularly on incident response (IR) program performance results, the legislature significantly increased IR funding. Assistant Director of Performance Management serves on WSDOT s new cross-disciplinary TSMO Steering Committee that developed its TSMO program plan. WSDOT is working to include more TPM action items within its new TSMO plan: Develop a specific TSMO performance management plan. Develop and deploy TSMO performance management system. 48

  49. North Carolina DOT: Linking TSMO and TPM (1/2) The TSMO unit works with the North Carolina DOT (NCDOT) central performance office to: Decide what performance measures the TSMO unit should report Set up the data feeds necessary for the TSMO unit to calculate the measures The TSMO unit measures a few key indicators for internal reports and public-facing dashboards: Incident clearance time Peak period speeds in urban areas Related measures required by Moving Ahead for Progress in the 21st Century Act (MAP-21) (Public Law 112-141, 2012). 49

  50. NCDOT: Linking TSMO and TPM (2/2) Agency-wide performance management processes originated from a 2007 2009 NCDOT effort to transform agency processes At NCDOT, TPM and TSMO have common goals of improving safety and decreasing delay. The TSMO unit is looking to better tie outcome measures to TSMO resource allocation. Challenges include isolating the contribution of TSMO and outcome-based measures 50

Related


More Related Content

giItT1WQy@!-/#giItT1WQy@!-/#giItT1WQy@!-/#giItT1WQy@!-/#giItT1WQy@!-/#giItT1WQy@!-/#giItT1WQy@!-/#